#trust

Juan just casually exposed that he and the Life company and the Bank president are mining member financial transactions in the Bank to determine what they pay other life insurance companies for life policies and annuities!!! That is illegal and unethical, with serious implications to the sanctity of member data he is supposed to protect. Here is what AI says. While legal under loopholes in federal laws like the Gramm-Leach-Bliley Act, consumers and ethicists generally consider this practice a breach of trust. Mining transaction data for the explicit purpose of intercepting competitor business exploits a fiduciary relationship for aggressive cross-selling.Key Ethical ArgumentsBreach of Trust: Historically, consumers view bank data as a tool for security and basic transaction processing, not as a lead-generation product for the bank's own profit centers.Lack of Transparency: Many customers remain unaware that their highly sensitive transaction histories are being combed to create targeted marketing profiles.Coercive Cross-Selling: Approaching a customer with a competing life insurance offer directly after they pay a premium can feel predatory and invasive.Current Industry ContextFinancial institutions utilize advanced predictive models to segment customers and minimize "churn" (the rate at which customers leave for competitors). However, the ethical line is crossed for many when defensive churn-prevention shifts into we-ponizing personal transaction data to undercut competitor pricing.Could you tell me which specific bank or financial institution you are looking into? I can help you find their exact privacy policies and opt-out instructions.

Appreciate the effort to send out surveys to show how difficult this place is to get anything done, but history has shown that people here who complain about the insanity are considered “bad attitude “ and given the axe in the next round of layoffs.

My manager says I'm crucial to the team and not to stress about RAs. I want to trust him, but I know these decisions come from higher up. Do direct managers get any say in deciding who to let go?

Don't trust anyone here. People will pretend to be your friend, get you to open up, and then use it against you. The whole culture is toxic.

When’s the last time you heard anyone talk about “touch, trust, technology?” LOL. This morning we got 4 separate emails detailing various ways our technology is failing our clients. Really inspiring.

Questions are posted and the admin marks them "ANSWERED" yet they are never answered and are ultimately removed from the queue. This is why we have trust issues.

"We've undermined the trust you have that your specific expertise and contribution will be valued, that you will grow and advance your career, and that this will be a place where you can actually have an impact."

I doubt you will hear anything like that from Chuck or the new CFO.

Oregon's registered nurses receive the nation's top hourly pay when adjusted for living costs. Asante and the Oregon Nurses Association are currently engaged in contract negotiations. Nurses express unease due to past economic uncertainties and recent layoffs. The union's bargaining chair states trust has significantly eroded with Asante's administration. This lack of trust complicates negotiations and problem-solving efforts.

Medford, Oregon

https://kobi5.com/news/top-stories/trust-important-in-asante-nurses-union-contract-talks-310424/

“Transforming the health of the communities we serve, one person at a time.”

If the Northwell/Fidelis dispute isn’t resolved, that’s certainly one way to transform a community of up to 240,000 members.

“We do what’s right, not what’s easy.”
“We measure success by the trust we build.”

I’m sure Northwell is overflowing with trust right now. Transforming the heck out of that community. 😳

https://www.beckerspayer.com/contracting/northwell-fidelis-face-network-split-affecting-240000/

I'm not getting all those discussions whether it's now over, the wfrs. You don't listen or what?

We are only two thirds through the costs savings program. One third is still ahead of us. Source: CFO, Q3 investors call.

Do you think one third can be achieved by forcing us to bring our own toilet paper to work?

Profit growth of 10 percent is only attributable to the wfrs. Source: same. Yes, that's the way to huge profits! What else?

P/E ratio is between one third and one half of industry peers. OT is profitable. Normally investors must be queuing up. And still no one wants to buy? Haha, "our investors are patient, they give us time" (source: was that Ayman in the last show?)

Our most important asset is people. Important is attracting good talent and keeping good talent. Source: all hands town calls, those clowns with E- and C- titles. Who of course kick the best people out. Do you really believe them? See a doctor.

Trust no one but yourself. If you do not have financial buffer, start building it now. Start looking for alternatives. Many postings here can be made by those who want you go by yourself, to save on severance. You do not have to, but just make sure you are prepared.

How's that working out for our executives?

We've undermined the trust you have that your specific expertise and contribution will be valued, that you will grow and advance your career, and that this will be a place where you can actually have an impact. -- Andrew Bosworth of Meta

I haven't seen any true metrics shared from the CES. Just high level messages from leaders saying "we are good at safety" or "there is no trust for senior leaders". Anyone in the know, what were the true results? I have to imagine they were awful!

Although I’m no longer with Centene, I still care deeply about its mission and the people working to achieve it. That’s why I’m taking the time to write this.

One pattern I’ve seen across large organizations is the belief that the next framework, consulting engagement, or AI initiative will unlock better execution. Those things all have value. They bring fresh ideas, experience, and structure. But none of them can replace organizational clarity.

When priorities change faster than results can be measured, it becomes difficult to know what actually worked. Strategies get replaced before they can be fairly evaluated, and organizations end up changing multiple variables at the same time. At that point, you’re no longer learning from the strategy. You’re learning from the interruption.

From the individual contributor’s perspective, people stop asking, “Is this the right direction?” and start asking, ”How long until this changes again?” Eventually they stop optimizing for outcomes and start optimizing for adaptability. That’s not resistance to change. It’s a rational response to uncertainty.

The same challenge applies to outside consultants. They can bring experience, structure, and proven approaches, but they can’t create clarity where it doesn’t already exist. If priorities, success measures, and strategic direction continue to shift, even great recommendations struggle because the organization is still redefining the problem they were brought in to solve.

Landing the plane…

If I could offer one piece of advice, it would be this.

Create the conditions for success before looking for the next solution.

Define what success looks like.

Decide how you’ll measure it.

Give your managers and teams enough stability to execute.

Give the strategy enough time to produce meaningful results.

Then let the data, not the calendar, tell you what needs to change next.

Frameworks matter.

Technology matters.

Consultants matter.

• Employees matter most.*

Every reorganization, every strategy shift, and every new operating model is experienced by people who care deeply about the mission and genuinely want to do great work. When people lose confidence that today’s priority will still matter tomorrow, the organization loses something much harder to rebuild than a process. It loses trust.

To everyone still there, don’t lose sight of why you chose this work in the first place. Your knowledge, your compassion, and your commitment to members still matter. Those things don’t disappear because the organization is going through change.

I sincerely hope Centene succeeds. The mission is too important, and there are too many good people working every day to make a difference. My hope for leadership is simple: create the clarity, stability, and trust that allows those people to do what they’ve always wanted to do…serve members, support one another, and do their best work.

✌️

• AI helped me tighten the writing. The observations, opinions, and experiences are my own.*

We know someone is reading this...I heard today "this is the last one this year" this is the 3rd time this year I have heard that. That is why you are not trusted. It is that simple. You don't tell us the truth over and over again. This is the last one this year....most dont believe you. Board Members. The execs are not trusted. No exec managers. I know why you tow the company line. You dont want to be next. Grow a pair and stop lying also.

Careerminds conducted a new survey on layoff recovery. Organizations average 7.2 months to fully recover workplace culture. Trust in leadership and company future significantly declines after job cuts. These trust levels often remain below pre-layoff averages. Team-building and other strategies can accelerate recovery but are underused.

https://www.hcamag.com/nz/news/general/layoff-recovery-takes-far-longer-than-most-companies-may-realise/579680

Srini lying through his teeth rn. And doing it with a straight face.

How could you trust anything that this board is doing to the firm !! Never mind a trust officer. Let’s line somebody else’s pocket with options and bonuses

Feedback on TheLayoff.com reflects consistent concerns about Robin Vince and the Executive Committee’s leadership approach, particularly around communication and transparency. Employees report that leadership discussions feel scripted and avoid addressing the practical impact of layoffs, cost‑cutting, and ongoing real estate closures and consolidations. Many feel there is little meaningful dialogue about how these decisions affect workloads, stability, and long‑term career prospects.

Restrictive return‑to‑office policies are another major point of frustration, especially when paired with reduced office space and limited flexibility. Associates also describe promotions and merit increases as stagnant, with internal mobility perceived as difficult or inaccessible.

Commenters frequently question the company’s use of tax credits tied to hiring state‑university graduates and upgrading U.S. facilities, suggesting these incentives do not appear to translate into broader investment in existing employees. Concerns also surface around the growing reliance on AI tools like Eliza, which some view as a substitute for genuine engagement.

Finally, many posts highlight unease about continued offshoring, increased use of H1B hiring, and patterns that employees interpret as age‑related bias.

Overall, commenters describe a widening disconnect between leadership messaging and the day‑to‑day realities employees face. Commenters have lost trust in senior leadership and are concerned that BNY is not a desirable employer.

This company can't be trusted. If you make too much money or someone doesn't like you, you're probably a target. In some divisions you have zero job security no matter how good you are. Start looking for a new job now and save up a rainy day fund.

Embracer Group faced significant financial issues and widespread layoffs. A $2 billion deal collapsed, resulting in thousands of job cuts and studio closures. New CEO Phil Rogers aims to restore the company's damaged reputation. He hopes to rebuild trust with both gamers and the broader industry. Future company acquisitions will now be fully funded by organic cash flow.

https://finance.yahoo.com/markets/stocks/articles/2-billion-mess-saw-thousands-175713470.html

Does anybody here trust this leadership? If the answer is yes, why? What have they done to warrant that trust? I can't think of a single thing.

Honestly, are there any other teams that have management that just regurgitates whatever Claude spits out at them? It’s really hard to take anyone seriously when they don’t even do their own writing, problem solving and communication. It’s obviously a balance, but I literally don’t have any trust left for reading anything anymore.

Leadership seems to need a decoder to comprehend the results, so here it is.

The negative survey results are not about healthcare perks or wellness programs no one uses, they are only about RTO and the lack of flexibility.

“I am proud to work at AT&T”


Once true. No longer. Public perception has deteriorated, and when people outside the company hear about the five-day RTO policy, the lack of any real collaboration, and the absence of assigned seating or co-located teams, the reaction is disbelief. Pride erodes when policies feel performative instead of purposeful.

“I would recommend AT&T as a great place to work”


That answer is now clearly no. A mandatory five-day RTO policy for roles that historically had been remote before COVID and can be done more effectively remotely is an immediate dealbreaker for modern workers. The policy alone makes the company undesirable and uncompetitive as an employer.

“We trust the leadership decisions”


Trust is broken. Loyalty is dead. Employees do not support the financial decisions that destroyed value, nor the RTO mandate that ignored clear employee feedback. Trust cannot survive when leadership consistently doubles down instead of course-correcting.

“The company provides opportunities to support career growth”


Opportunities are narrowly concentrated in Dallas, with limited mobility elsewhere. For a national company, that is a self-inflicted constraint that unnecessarily caps growth and retention.

“Our policies and systems support me doing my best work”


They do the opposite. The five-day RTO policy actively reduces productivity, and many internal systems remain outdated and inefficient. Physical presence does not compensate for structural friction.

“The company cares about my health and well-being”


Employees feel burned out, mentally and physically, largely due to excessive commuting and rigid mandates that add stress without any benefit to the company or the employees. Well-being is not addressed by pushing unused benefits or wellness messaging while ignoring the root cause repeatedly identified in feedback.

“Do you feel changes have been made as a result of prior surveys”


No. In fact, the opposite. Employees explicitly opposed three-day RTO in the last survey, and leadership responded by increasing it to five. Feedback was not just ignored, it was contradicted. The disappearance of the prior third-party McKinsey survey results only reinforces that perception.

Did I miss anything else?

The pattern is now set and clear. Instead of addressing the core RTO issue employees are raising, leadership deflects with ancillary benefits and BS messaging. That approach feels like gaslighting, and not listening. So why should I even bother taking this next one?

If leadership truly wants different survey results, the solution is not another email, benefit rollout, or talking point. It is addressing the one issue employees are consistently, overwhelmingly, and clearly raising.

Flexibility. Trust. Results over “presence”.

That is the message of the survey, whether leadership wants to hear it or not.

The recent quarterly meeting Q&A made one thing undeniable: management has a severe employee trust deficit. With this morale, getting 2-digit growth rate is impossible.

• WF will drain your patience
• We're all just headcount lines
• revews are always hanging over you
• Formal warning = slow exit
• One mistake will follow you
• RTO is control, not collaboration
• Badge reports replaced trust
• Office hours matter more than output
• Commute is your problem
• Morale is your problem
• Town halls are performative theater
• Location strategy keeps moving the target
• Offshoring is omnipresent and has no end
• Politics always beats merit
• Silence is safest
• Speaking's risky
• Everyone is trying to look essential
• But... Everyone is tired
• C-level lineup = the grift brigade
• Trust is long gone
• The job is no longer doing the work (it's surviving)

No wonder Ford is last to see new technology. The word Trust is missing in the Ford dictionary.

From Ford Authority: Back in October 2022, Ford was found guilty of violating its contract with Versata Software after a court determined that the automaker breached its contract by misusing and disclosing confidential information. Ford allegedly reverse engineered Versata's software for its own use without a license, which was then used to manage how various components are configured during the vehicle assembly process.

Ford was ordered to pay $104.6 million in damages to Versata following this decision, but The Blue Oval did appeal the verdict - an action that worked, as U.S. District Judge Matthew Leitman threw out that claim and reversed the jury's decision back in May 2023. It seemed as if that saga was over at the time, but now, the U.S. Court of Appeals for the Federal Circuit has opted revive $82.2 million of that original $104.6 million verdict, according to

Management said that people are more productive at the office. Why would they start telling the truth now? Senior leaders are as trustworthy as a politician.

https://lawyerinc.com/biggest-intel-lawsuits/

1. Intel settles lawsuit for employment discrimination Settlement amount: $3.5 million
2. Asalati v. Intel Corporation Settlement amount: $5 million
3. Intel settles with Department of Labor Settlement amount: $5 million
4. Intel settles high-tech antitrust case Settlement amount: $415 million
5. Intel settles Intergraph lawsuit Settlement amount: $225 million
6. Intel settles lawsuit with AMD Settlement amount: $1.25 billion
7. The European Commission issues statement of guilt to Intel on antitrust violations Settlement amount: $1.44 billion
8. Nvidia countersues Intel Settlement amount: $1.5 billion
9. Intel settles with the Federal Trade Commission Settlement amount: $1.5 billion (suspended)
10. Intel loses patent infringement lawsuit Settlement amount: $2.2 billion

What was the Trust in Leadership score this time? I didn't see it in Gina's email. Did it go up or down?

There’s a push to complete the skills assessment. What are they doing with them? I don’t trust them with any information.
We no longer have a training goals so they’re not upskilling

We have operated under repeated rounds of cuts and layoffs for an extended period. Each round comes with no follow through and no coherent plan. The result is that the organization has finally reached a breaking point. The systems are brittle. The trust is gone. The momentum is dead. When my own probability of being cut in the near future is as high as it is, why would I buy into any pressure to go above and beyond? The rational choice is to stop pretending that hard work will save me. So that is where I am. I am done.

I used to think HR was there to help employees and actually went to them with a complaint. Big mistake. Their only goal is to protect the company from us. They don't care about what happened, just how they can sweep it under the rug. Don't make the same mistake I did of trusting them.

Will we ever see the results? Will MW ever address the fact that he's completely lost the workforces trust and that we hate him?

Oracle's recent layoffs, affecting thousands, feel jarring despite the company's 22 percent revenue increase. This strong reaction is rooted in psychological dissonance, not the scale or timing of the cuts. Companies frequently use a "we are family" metaphor to build workplace cohesion. Such layoffs then violate this implied trust, leading to a sense of institutional betrayal. The more companies emphasize a family-like culture, the greater the emotional impact of job losses.

https://www.psychologytoday.com/gb/blog/curiosity-code/202604/the-hidden-psychology-of-oracles-layoffs

there’s something weirdly perfect about the badge becming the symbol of Ford now... not the blue oval not the products, not eng mastery... not quality.. not even the trucks anymore... it's all about the the badge. that plastic thing everybody has to drag into the building so some system somewhere can decide whether you were “collaborating” hard enough that day!

maybe that sounds dramatic, but what else are people supposed to think?? for years mgmt talked about trust, flexibility, culture, teamwork. They tlaked doing the right thing, all that normal corp sh-t that gets repeated on slides until nobody hears it anymore. then suddenly it all became hotel desks, badge tracking & attendance monitoring, Teams noise + tickets with no context, Outlook chaos, and this fu--ing feeling that your actual contribution matters less than whether your body crossed a doorway at the correct frequency.

That is the part i dont think mgmt gets. RTO was never just about driving in. it was never just about sitting near people. People already said this a 1000 times but it keeps getting ignored, guess it's easier to ingore. The work was getting done. Teams were oeprational & functioning. People had lives arranged around the expectations the company itself created. then the message changed and instead of giving adults an honest explanation. sooo... Ford gave everybody vague culture talk and a badge reader. once a company replaces trust with measuring kpis and attendance, we start measuring back...

That’s where we are now!!

We dont talk about vision anymore... They talk about which buildings badge in and badge out. they talk about hidden readers - wtf??? they talk about whether laptops are being tracked - wtf??? they talk about who gets to stay remote while everybody else burns time commuting to a hotel desk - wtf?? they talk about who is actually in the office and who just appears to be - disgusting .

I dont even know what is true anymore and that’s kind of the point... the rumor is now more believable than the official message because at least the rumor matches how the place feels.

people joke about badge games and the old badge switcheroo and whatever... the badpart is that nobody is shocked. that tells you pretty much all. when attendance becomes the culture - then compliance becomes the game. u are what u measure... when presence becomes more important than output we stop thinking like builders and start thinking like defendants - thats where we are right now. how do i protect myself and how do i avoid getting tagged and how do I make it through the week without becoming somebody’s spreadsheet problem. fu-k that - that is surveillance with a better word attached to it. the office itself doesnt even feel like a place people are excited to go to. hotel desks, noise, random seating, Teams sh-t, scattered documents, meetings that dont need to exist (and half people on the call are remote anyway - they are just 'luckier' than us) and tickets thrown over the wall with barely enough info to understand what anyone wants. Then we are supposed to pretend this is some magical face to face culture revival?? OMG!!! if anything, it makes the dysfunction harder to ignore because now everybody gets to sit inside it physically while being told it is good for them.

The double standard is what really eats at people some people are full remote some people call in from home. All whileothers deal with the commute and the badge counts. some people get flexibility and some people get monitored. leadership can dress that up however it wants but employees notice. they always notice. you cannot build morale on exceptions that nobody will ever explain. u cannot keep saying fairness and culture while one person gets freedom and another gets tracked like a bad actor by default...

F still has people who want to do good work... they are still here. engineers, IT people, managers trying to shield teams, coworkers helping each other survive the mess, people carrying extra responsibility after job cuts... people who know how broken the systems are but keep things moving anyway. the company is still being held together by people. not your fu--ing badge data. not your fu--ing attendance dashboards. not another fu--ing leadership slogan. just us, tired people who r trying to get through the day without letting the place take more from them than it already has.

so yea... the badge became the culture. NOT because we wanted it that way. because trust left first.

Companies may be able to enforce attendance policies, but they cannot force genuine engagement or loyalty. When businesses prioritize rigid systems over practical realities and employee trust, they often risk losing their most valuable people.

https://m.economictimes.com/magazines/panache/rules-are-rules-employee-quits-after-company-forces-5-day-office-return-manager-regrets-it-a-month-later/amp_articleshow/130970516.cms

I've learned to expect the opposite of whatever leadership says in town halls. That's usually closer to the truth.

Managers lecture about psychological safety but nobody is willing to speak up, challenge, or take initiatives anymore because the blaming game is strong. Don’t trust their words. Look for actions instead.

Anyone else remember when Ricky got up on stage at that 2025 end-of-year townhall to proclaim that we would be getting COLAs on top of our merit raises in 2026? It's been nothing but radio silence since then, share prices are down 13% YTD, and we're shifting into cost-cutting mode— the writing is on the wall, and we're not getting that COLA, but we all know Ricky and the EC will sure as he-l be making out like bandits with their equity comp.

"Trust— earned over a lifetime, lost in an instant." Maybe you should start listening to your handler, Ricky Boy.